10 Leadership Styles and How to Work with Them

Navigating various types of leadership in the workplace can be challenging. There are many contrasting styles of leadership – some easier to work with than others.

Navigating various types of leadership in the workplace can be challenging. There are many contrasting styles of leadership – some easier to work with than others.

The following categorizations are not absolute; managers often transition between them based on various factors such as the individuals they work with and their personal circumstances. Paru Radia, a business consultant and coach, emphasizes that none of these managerial types should be labeled as inherently bad. People exhibit different traits at different times, and we all aspire to improve.

The Micromanager

Micromanagers are frequently discussed and are often viewed unfavorably. They tend to closely oversee and control their team’s work, struggling to delegate tasks or trust team members. However, this behavior can be rooted in workplace anxiety, driving their need for control.

How to approach them: Empathizing with their anxiety can help employees cope with micromanagers. Demonstrating responsibility, self-starting abilities, and self-sufficiency can ease their concerns. If necessary, engage in a direct conversation, presenting evidence of their micromanagement’s impact on workflow, and seek a middle ground.

The Manager Driven by the Bottom Line

Managers solely focused on the bottom line often neglect their employees’ personal lives, causing stress and work-life imbalance.

How to approach them: Identify daily tasks that demonstrate progress to your manager while maintaining healthy boundaries. Clearly define work goals, set boundaries, and adhere to them to strike a balance between professional and personal life.

The Manager Who Is Too Nice

While empathetic managers are generally well-liked, excessive niceness can hinder career growth and development opportunities for team members, leading to stagnation.

How to approach them: Express your professional development aspirations and seek guidance. If your manager can’t provide it, inquire about mentorship opportunities from other sources. Address demotivation concerns and work together to maintain productivity.

The Absent Manager

Hybrid or remote work setups can lead to managers being physically distant and challenging to reach, resulting in employees feeling adrift without guidance.

How to approach them: If the manager’s absence violates workplace rules, consult HR. If schedules don’t align, demonstrate leadership skills to get things done independently while maintaining open communication.

The Narcissistic Manager

Narcissistic managers believe they are always right, making it challenging to build constructive relationships and fostering a toxic work environment.

How to approach them: Begin by acknowledging their correctness to ease tensions, then express your viewpoint tactfully to initiate a productive dialogue.

The Last-Minute Manager

Managers who habitually operate in the eleventh hour can cause stress and hinder productivity. Communication issues, such as last-minute cancellations or assignments, may arise.

How to approach them: Politely express the importance of timely communication and task completion. If issues persist, involve higher management to find a solution.

The Manager Who Blends Personal and Professional

Mixing personal matters with work discussions can make employees uncomfortable and divert focus from tasks.

How to approach them: Set clear boundaries and redirect discussions to work-related topics when necessary. Address any persistent issues through open communication.

The Laissez-Faire Manager

These managers take a hands-off approach, which can lead to unclear expectations and underperformance among employees.

How to approach them: Take initiative, define tasks, and seek feedback. Clearly communicate your objectives and goals to ensure alignment.

The Transactional Manager

Transactional managers prioritize work over personal interactions and rely on systems of rewards and punishments for motivation.

How to approach them: Understand their expectations and preferred work style. Tailor your approach to meet their criteria and consistently deliver exceptional results.

The Servant Manager

Servant managers tend to take on too many responsibilities, potentially inhibiting team members’ accountability.

How to approach them: Initiate team check-ins to distribute responsibilities more evenly and allow team members to take ownership of their tasks.

Understanding these diverse managerial types and their motivations can help employees effectively collaborate with their managers, fostering a more productive and harmonious work environment.

By Heather Nezich, courtesy of SBAM-approved partner, ASE. Source: Worklife.news

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Guiding New Supervisors Towards Success

Organizations are increasingly recognizing the importance of cultivating their internal talent to future supervisors. Transitioning from an individual contributor to a manager requires a shift in mindset and skillset. Many organizations have come to realize that simply promoting high-performing employees to managerial roles isn’t enough. Instead, a systematic approach that combines training, mentorship, and ongoing development is essential.

A clear path to success should incorporate opportunities for continuous learning and skill enhancement. This can be achieved through workshops, seminars, in-person and online courses, and even participation in cross-functional projects. Encouraging first-time managers to step out of their comfort zones and explore diverse areas of the organization not only expands their skillset but also enhances their ability to think strategically and adapt to changing circumstances.

Mentorship plays a role in guiding future leaders along their journey. Pairing first-time managers with experienced leaders provides a platform for sharing insights, seeking advice, and receiving constructive feedback. This personalized approach not only boosts the confidence of new managers but also fosters a sense of belonging within the organization. Mentorship programs create a space where emerging leaders can openly discuss challenges and seek guidance, ultimately contributing to their growth and effectiveness.

Peer networking also allows future leaders to learn and grow in a safe learning environment. Allow new supervisors to join trade associations and attend conferences to converse with others in the field.

Recognition and appreciation are also crucial elements of the path to success. When organizations acknowledge the efforts and accomplishments of their first-time managers, it instills a sense of accomplishment and motivates them to excel further.

Investing in new leaders yields numerous positive outcomes for both individuals and organizations. Providing comprehensive development equips emerging leaders with essential skills such as effective communication, decision-making, and conflict resolution. This enhances their confidence and ability to inspire teams, leading to increased morale and employee engagement. Skilled leaders contribute to a positive organizational culture, fostering collaboration, innovation, and better decision-making.

Well-prepared leaders facilitate seamless succession planning, ensuring a pipeline of talent for future leadership roles. Their impact extends to improved team performance, organizational growth, and a positive reputation as an employer that values growth and development. Investing in new leaders creates a ripple effect of benefits, enhancing leadership capabilities, fostering employee satisfaction, and positioning the organization for sustained success.

By Linda Olejniczak, courtesy of SBAM-approved partner, ASE.

Images courtesy of SBAM